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Research + Press = New Program Success



Brian Mahoney, Percept Research
Kent Holland, Plesser Holland
Brian Mahoney
       Managing Partner



brian.mahoney@perceptresearch.com
    http://www.mbalifecycle.com
Build it and they will come?
Overview
• Why conduct market research in new program
  development?
• What types of research should you consider?
• Avoiding failure
• Key considerations in developing a research plan
• How to measure market opportunity
• Optimizing for success
Leadership Poll
How does your school assess the demand for a new
program?

  A. Faculty member influence / anecdotal
  B. Internal research
  C. External research
Why Conduct Market Research in New Program
Development?

• Test the waters to reduce your investment risk
• Better informed decisions made earlier in the
  process
• Improve accuracy of decisions based on
  understanding market conditions
• Define target audiences, market
  size, competition, and other marketplace dynamics
• Identify competitive advantages
Why Conduct Market Research in New Program
 Development?
"[T]here are known knowns;
there are things we know we
know. We also know there
are known unknowns; that is
to say we know there are
some things we do not know.
But there are also unknown
unknowns – the ones we
don't know we don't know. ”
— Former United States
Secretary of Defense Donald
Rumsfeld
The Iceberg Principle
What types of research should you consider?
Primary research is original information gathered for a
specific purpose.
    Qualitative
    Quantitative

Secondary research is information that already exists
somewhere.
    Environmental scan
       Census
       Area economics
    Competitor scan
       Website
       Marketing materials
Types of Research - Qualitative

 focus groups, 1-on-1 interviews

•   Typically exploratory research
•   Open-ended, semi-structured questions
•   Discovery, identification, preliminary insights
•   In-depth probing
•   Small sample sizes typically not generalizable
•   Data analyzed using subjective and content analyses
Types of Research - Quantitative

 phone, web surveys

• Descriptive and causal research
• Mostly structured questions
    Heavy emphasis on pre-determined response options
• Validation of facts, relationships, predictions
• Large sample sizes with high degree of
  generalizability
• Data analyzed primarily using statistical procedures
Avoiding Failure

Top Reasons for Failed Program Launches

•   No plan / poor research
•   No differentiation – another “me too” program
•   Insufficient market demand
•   Limited marketing or recruitment budget
•   Insufficient marketing communication effort
•   Bad timing
Avoiding Failure
Key Considerations in Developing a Research Plan



   Audience                 Demand


Competition              Opportunity
Key Factors in Developing a Research Plan
Audience

•   Who are the ideal students?
•   What are their characteristics?
•   Where are they located?
•   What are their motivations?
Key Factors in Developing a Research Plan
Demand

• What do students desire as program outcomes?
• What do their employers need as program
  outcomes?
• What is the price sensitivity of the market?
Key Factors in Developing a Research Plan
Competition

• How many other institutions offer a similar program?
• Are their programs successful? Growing?
• Will this program cannibalize your school’s current
  portfolio?
Key Factors in Developing a Research Plan
Opportunity

• What is not being offered that is desired by your
  target market? How will this program be distinct?
• Does this program align with the school brand?
• What resources are available? What needs to be
  developed?
How to Measure Market Opportunity



                                              Program
                                              Launch
                                    Market
                                    Testing
                      Prototype
                      Development
            Concept
            Testing


    Opportunity
    Scan
Opportunity Scan
Competitor secondary analysis
• Identify defining attributes
• Identify peers
• Define geographic reach
    80% rule
• Create ideal student profile
      Age
      Years work experience
      Years management experience
      GMAT range
      Other – specific to new program recruitment
Concept Testing
Internal and external exploratory focus groups
• Affiliated and non-affiliated audiences
     Current Students, Alumni, Employers, Prospective Students
• Distill new program prototype concepts
     Attributes of importance
•   Know strong points of competition
•   Anticipate market resistance
•   Discover unfulfilled needs
•   Identify key promotional messages
Prototype Development
Design 2-3 prototype concepts
• Value proposition
• Admission requirements
• Delivery model
• Curriculum
• Fee structure
• Program length
• Location
• Career services
Market Testing
Test prototypes and gauge image/awareness
• Define target market
   Purchase non-affiliated sample (cost consideration)
• Gauge competitor and school image
   Determine brand positioning and strategy
• Assess market needs
• Assess new program strengths and weaknesses
   Test prototypes
• Identify optimal communication channels
Measuring for Success
UNC JOMC MATC
Optimizing for Success

• A survey is a marketing event in itself – build
  awareness
• Identify leads from respondents – prime the pipeline
• Identify champions
• Intra-institutional cooperation – faculty buy-in
• Mission alignment
• Reduce potential duplication/overlap
• Refine clear value proposition
• Segment communication channels
Optimizing for Success

Listen First, Talk Second…
Kent Holland
         Partner

     kholland@plesser.com
http://www.plesserholland.com
Research + Press = New Program Success

• What do you want to say? (and be able to explain it
  in less than 30 seconds)
• Who do you want to say it to? (the audience:
  stakeholders, alumni, donors, future students)
• What do you want them to do? (people often forget
  this part)
What’s the Pressure, and the Buy in?

• New Dean or Associate Dean wants to launch a pet
  project?
• Falling revenue, or overall student dropoff?
• What are the channels of communication besides
  paid media?
• What are the expectations for press? Full profile on
  the Dean? Local press to generate interest in a new
  EMBA program? National press to increase overall
  student applications?
The Chronicle of Higher Education

Business Schools Are Hiring a New Kind of Dean
By Katherine Mangan
Faced with stagnant enrollment, pressure to expand
overseas, and the demands of recruiters for more-
relevant training, business schools today are searching
for a new kind of dean: one who has broad leadership
skills rather than narrow expertise in areas like
economics or finance, according to a new report.
The Wall Street Journal

A New Course for Tepper
The Tepper School of Business at Carnegie Mellon
University has built its reputation on teaching
quantitative skills. Now, it's broadening its approach.
The school will roll out a new curriculum next fall to
incorporate more training in leadership and
writing, and to teach core subject areas such as finance
and operations before recruiters arrive on campus—
which now happens in September, just weeks after the
start of the school year.
Bloomberg BusinessWeek

Wharton Revamp
University of Pennsylvania’s Wharton School, for
example, is revamping its curriculum and will
implement the changes in 2012. With increased focus
on ethical and legal responsibility, oral and written
communication, and self-analysis, the school is also
going to provide recent graduates with ongoing
executive education to encourage lifelong learning. The
intent is to make sure the future is bright for individual
students and business as a whole.
National Catholic Reporter

Villanova takes church management courses on road
About 130 Hawaiian Catholic priests spent a good part of their five-day annual Priests’
Convocation this May attending courses on church management by Philadelphia’s Villanova
University -- in a resort town about 30 miles from Honolulu.

“It’s much more cost-effective for us to go to them than for them to come to us,” said Villanova’s
Charles Zech, who led the program.

Instead of sending more than 80 percent of its diocesan and religious clergy across the Pacific to
Pennsylvania for a week, the diocese brought Villanova to Hawaii.

It asked Pennsylvania’s oldest Catholic university, run by the Augustinians, to bring in teachers
from the Center for the Study of Church Management to lead a series of 90-minute to three-hour
modules during the yearly diocesan clergy gathering May 2-6 in Kahuku, a beach resort town near
Honolulu.

Among sessions were three-hour courses on how pastors should deal with parish financial issues
and with human resources -- the hiring, firing, promotion and development of the people, mainly
laity, who play an increasing role in the dynamics of today’s Catholic parishes.
It’s the Students, Stupid: Any New Program Has
to Prove a Better Outcome for Students
• Local, national and global press want to know about
  how a program improves outcomes for students
  i.e., will it help them get a job?
• Will a current student talk to the press about the
  program?
• Do you have a recruiter at a local/national company
  talk about the relevance of the program for their new
  hires?
Your Dean

• Have they been practitioners in industry before?
• Do they have a clear vision of what they want to
  accomplish for the school?
• Will they put their own “skin in the game” for the
  new program launch by actively promoting it to the
  press?
Your School and National & Local Companies: How
to Sell the Relevance of Your New Program
• Does your school have relationships with local
  businesses?
• Do they support the school financially in any way?
• Do they employ any of your students?
• Do they send executives to teach classes at the
  school?
• Will they talk to the press about their relationship
  with your school?
National and Local Press Need DATA!

• Can you provide the press data on current class size
  and goals for expected class size for the new
  program? If you can’t give exact numbers, you can
  give percentage increases.
• Can you provide research/data on the uniqueness of
  the program? Or is this frankly a “me-to” program
  (nothing wrong with “me-to” with the press in a hot
  or trendy subject matter).
• Can you provide research/data on how your program
  compares to programs from competitor schools?
Realistic Press Goals:
Under-Promise and Over-Deliver
• What press outlets are you going after? National,
  local, or both?
• Is there really a stand-alone feature story about how
  your program is cutting edge, or is it really a part of a
  biz ed trend to be included in a trend story.
• Is there an op-ed piece there for your Dean on the
  value of your program in an ever-changing world?
Value of Press Coverage?

It helps with the following:
  – Applications go up
  – Alumni are impressed
  – Donors are impressed (another arrow in the quiver
    for your development people for outreach)
  – Faculty are impressed (as much as they can be)
Exercise in Self Discovery for Your New
Program: Build a “Message House”
• Write down your school’s elevator pitch, mission or
  vision statement – that’s the roof.
• Underneath the roof are the four pillars that support
  that mission statement.
• Pick four of the most important aspects of your new
  program: new pedagogy, new faculty, partnering with
  national/local companies, new geographic
  location, new funding -- that will be the four pillars
  to hold the roof.
What Stakeholder Groups Are You Trying to
Reach?
•   New students
•   Alumni
•   Potential donors
•   Local/national companies for executive
    education, funding and recruiting graduates
Separate Stakeholders

• To reach prospective students, highlighting the
  success of your students is important.
• To reach alumni and potential donors, the
  importance of your faculty and the vision of your
  Dean are important: where does the new program fit
  into that?
Discussion / Questions

                              Kent Holland
                         kholland@plesser.com
                    http://www.plesserholland.com


           Brian Mahoney
brian.mahoney@perceptresearch.com
    http://www.mbalifecycle.com

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Research + Press = New Program Success 2012 GMAC Leadership Conference

  • 1. Research + Press = New Program Success Brian Mahoney, Percept Research Kent Holland, Plesser Holland
  • 2. Brian Mahoney Managing Partner brian.mahoney@perceptresearch.com http://www.mbalifecycle.com
  • 3. Build it and they will come?
  • 4. Overview • Why conduct market research in new program development? • What types of research should you consider? • Avoiding failure • Key considerations in developing a research plan • How to measure market opportunity • Optimizing for success
  • 5. Leadership Poll How does your school assess the demand for a new program? A. Faculty member influence / anecdotal B. Internal research C. External research
  • 6. Why Conduct Market Research in New Program Development? • Test the waters to reduce your investment risk • Better informed decisions made earlier in the process • Improve accuracy of decisions based on understanding market conditions • Define target audiences, market size, competition, and other marketplace dynamics • Identify competitive advantages
  • 7. Why Conduct Market Research in New Program Development? "[T]here are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we don't know we don't know. ” — Former United States Secretary of Defense Donald Rumsfeld
  • 9. What types of research should you consider? Primary research is original information gathered for a specific purpose.  Qualitative  Quantitative Secondary research is information that already exists somewhere.  Environmental scan  Census  Area economics  Competitor scan  Website  Marketing materials
  • 10. Types of Research - Qualitative  focus groups, 1-on-1 interviews • Typically exploratory research • Open-ended, semi-structured questions • Discovery, identification, preliminary insights • In-depth probing • Small sample sizes typically not generalizable • Data analyzed using subjective and content analyses
  • 11. Types of Research - Quantitative  phone, web surveys • Descriptive and causal research • Mostly structured questions  Heavy emphasis on pre-determined response options • Validation of facts, relationships, predictions • Large sample sizes with high degree of generalizability • Data analyzed primarily using statistical procedures
  • 12. Avoiding Failure Top Reasons for Failed Program Launches • No plan / poor research • No differentiation – another “me too” program • Insufficient market demand • Limited marketing or recruitment budget • Insufficient marketing communication effort • Bad timing
  • 14. Key Considerations in Developing a Research Plan Audience Demand Competition Opportunity
  • 15. Key Factors in Developing a Research Plan Audience • Who are the ideal students? • What are their characteristics? • Where are they located? • What are their motivations?
  • 16. Key Factors in Developing a Research Plan Demand • What do students desire as program outcomes? • What do their employers need as program outcomes? • What is the price sensitivity of the market?
  • 17. Key Factors in Developing a Research Plan Competition • How many other institutions offer a similar program? • Are their programs successful? Growing? • Will this program cannibalize your school’s current portfolio?
  • 18. Key Factors in Developing a Research Plan Opportunity • What is not being offered that is desired by your target market? How will this program be distinct? • Does this program align with the school brand? • What resources are available? What needs to be developed?
  • 19. How to Measure Market Opportunity Program Launch Market Testing Prototype Development Concept Testing Opportunity Scan
  • 20. Opportunity Scan Competitor secondary analysis • Identify defining attributes • Identify peers • Define geographic reach  80% rule • Create ideal student profile  Age  Years work experience  Years management experience  GMAT range  Other – specific to new program recruitment
  • 21. Concept Testing Internal and external exploratory focus groups • Affiliated and non-affiliated audiences  Current Students, Alumni, Employers, Prospective Students • Distill new program prototype concepts  Attributes of importance • Know strong points of competition • Anticipate market resistance • Discover unfulfilled needs • Identify key promotional messages
  • 22. Prototype Development Design 2-3 prototype concepts • Value proposition • Admission requirements • Delivery model • Curriculum • Fee structure • Program length • Location • Career services
  • 23. Market Testing Test prototypes and gauge image/awareness • Define target market  Purchase non-affiliated sample (cost consideration) • Gauge competitor and school image  Determine brand positioning and strategy • Assess market needs • Assess new program strengths and weaknesses  Test prototypes • Identify optimal communication channels
  • 25. Optimizing for Success • A survey is a marketing event in itself – build awareness • Identify leads from respondents – prime the pipeline • Identify champions • Intra-institutional cooperation – faculty buy-in • Mission alignment • Reduce potential duplication/overlap • Refine clear value proposition • Segment communication channels
  • 26. Optimizing for Success Listen First, Talk Second…
  • 27. Kent Holland Partner kholland@plesser.com http://www.plesserholland.com
  • 28. Research + Press = New Program Success • What do you want to say? (and be able to explain it in less than 30 seconds) • Who do you want to say it to? (the audience: stakeholders, alumni, donors, future students) • What do you want them to do? (people often forget this part)
  • 29. What’s the Pressure, and the Buy in? • New Dean or Associate Dean wants to launch a pet project? • Falling revenue, or overall student dropoff? • What are the channels of communication besides paid media? • What are the expectations for press? Full profile on the Dean? Local press to generate interest in a new EMBA program? National press to increase overall student applications?
  • 30. The Chronicle of Higher Education Business Schools Are Hiring a New Kind of Dean By Katherine Mangan Faced with stagnant enrollment, pressure to expand overseas, and the demands of recruiters for more- relevant training, business schools today are searching for a new kind of dean: one who has broad leadership skills rather than narrow expertise in areas like economics or finance, according to a new report.
  • 31. The Wall Street Journal A New Course for Tepper The Tepper School of Business at Carnegie Mellon University has built its reputation on teaching quantitative skills. Now, it's broadening its approach. The school will roll out a new curriculum next fall to incorporate more training in leadership and writing, and to teach core subject areas such as finance and operations before recruiters arrive on campus— which now happens in September, just weeks after the start of the school year.
  • 32. Bloomberg BusinessWeek Wharton Revamp University of Pennsylvania’s Wharton School, for example, is revamping its curriculum and will implement the changes in 2012. With increased focus on ethical and legal responsibility, oral and written communication, and self-analysis, the school is also going to provide recent graduates with ongoing executive education to encourage lifelong learning. The intent is to make sure the future is bright for individual students and business as a whole.
  • 33. National Catholic Reporter Villanova takes church management courses on road About 130 Hawaiian Catholic priests spent a good part of their five-day annual Priests’ Convocation this May attending courses on church management by Philadelphia’s Villanova University -- in a resort town about 30 miles from Honolulu. “It’s much more cost-effective for us to go to them than for them to come to us,” said Villanova’s Charles Zech, who led the program. Instead of sending more than 80 percent of its diocesan and religious clergy across the Pacific to Pennsylvania for a week, the diocese brought Villanova to Hawaii. It asked Pennsylvania’s oldest Catholic university, run by the Augustinians, to bring in teachers from the Center for the Study of Church Management to lead a series of 90-minute to three-hour modules during the yearly diocesan clergy gathering May 2-6 in Kahuku, a beach resort town near Honolulu. Among sessions were three-hour courses on how pastors should deal with parish financial issues and with human resources -- the hiring, firing, promotion and development of the people, mainly laity, who play an increasing role in the dynamics of today’s Catholic parishes.
  • 34. It’s the Students, Stupid: Any New Program Has to Prove a Better Outcome for Students • Local, national and global press want to know about how a program improves outcomes for students i.e., will it help them get a job? • Will a current student talk to the press about the program? • Do you have a recruiter at a local/national company talk about the relevance of the program for their new hires?
  • 35. Your Dean • Have they been practitioners in industry before? • Do they have a clear vision of what they want to accomplish for the school? • Will they put their own “skin in the game” for the new program launch by actively promoting it to the press?
  • 36. Your School and National & Local Companies: How to Sell the Relevance of Your New Program • Does your school have relationships with local businesses? • Do they support the school financially in any way? • Do they employ any of your students? • Do they send executives to teach classes at the school? • Will they talk to the press about their relationship with your school?
  • 37. National and Local Press Need DATA! • Can you provide the press data on current class size and goals for expected class size for the new program? If you can’t give exact numbers, you can give percentage increases. • Can you provide research/data on the uniqueness of the program? Or is this frankly a “me-to” program (nothing wrong with “me-to” with the press in a hot or trendy subject matter). • Can you provide research/data on how your program compares to programs from competitor schools?
  • 38. Realistic Press Goals: Under-Promise and Over-Deliver • What press outlets are you going after? National, local, or both? • Is there really a stand-alone feature story about how your program is cutting edge, or is it really a part of a biz ed trend to be included in a trend story. • Is there an op-ed piece there for your Dean on the value of your program in an ever-changing world?
  • 39. Value of Press Coverage? It helps with the following: – Applications go up – Alumni are impressed – Donors are impressed (another arrow in the quiver for your development people for outreach) – Faculty are impressed (as much as they can be)
  • 40. Exercise in Self Discovery for Your New Program: Build a “Message House” • Write down your school’s elevator pitch, mission or vision statement – that’s the roof. • Underneath the roof are the four pillars that support that mission statement. • Pick four of the most important aspects of your new program: new pedagogy, new faculty, partnering with national/local companies, new geographic location, new funding -- that will be the four pillars to hold the roof.
  • 41. What Stakeholder Groups Are You Trying to Reach? • New students • Alumni • Potential donors • Local/national companies for executive education, funding and recruiting graduates
  • 42. Separate Stakeholders • To reach prospective students, highlighting the success of your students is important. • To reach alumni and potential donors, the importance of your faculty and the vision of your Dean are important: where does the new program fit into that?
  • 43. Discussion / Questions Kent Holland kholland@plesser.com http://www.plesserholland.com Brian Mahoney brian.mahoney@perceptresearch.com http://www.mbalifecycle.com

Notes de l'éditeur

  1. Build it and they won't come necessarilyYou must gather facts and opinions in an orderly, objective way to find out what people want to buy (stakeholder needs), not just what you want to sell them. Changing environment creates new demands and needsFocus on markets or product categories consistent with the institution’s objectives, resources, capabilities, and strengths
  2. Cue Kent
  3. In many situations, the decision maker is only aware of 10% of the true picture. Real issues are submerged below the waterline of observationIf submerged portions of the situation are omitted from the research design, decisions based on the research will be less than optimal
  4. Des Moines, Iowa-based school The D+ is meant to be shorthand for the magic that occurs when Drake plus a student get together. To many, though, it seems to position Drake as a school whose standards barely exceed total failureThe tagline for the promo campaign: "Your passion + our experience.”Officials said the school tested the concept on 921 high school students, and more than 75 percent said the logo was either a little or very attention-grabbing.Dropped logo in Sept 2010As many Drake faculty, students and alumni have pointed out, D+ is universally synonymous with sub-par academic performance.Campaign was designed to catch the attention of high school students who are bombarded with college and university materials to the point that they are often in information overload and unable to differentiate among the many institutions that have contacted them.
  5. Attributes: Type, Lockstep, Credit Hr Requirements, Meeting Frequency, Intake Characteristics, Prerequisites, Tuition CostPeers: Geo + Matching format
  6. AffiliatedCurrent StudentsAlumniFacultyProspective studentsNon-AffiliatedProspective studentsEmployers
  7. Involve faculty
  8. 2009 market study – launched in 2011a new online master’s degree focused on interactive media, the Internet, digital economics and other issues reshaping journalism and mass communication in the 21st century.The master of arts in technology and communication is the only fully online master’s degree in journalism and mass communication offered in the UNC system – and the only curriculum of its kind among the school’s peer programs nationwide.interviews confirmed extraordinarily high interest in the proposed degree. Over 50% of 1200 respondents
  9. Product, Pricing, Place, Promotion, Package, Positioning, & People